The Leadership Pipeline at BNL

The Leadership Pipeline

at BNL

Presented By

Stephen J. DrotterDrotter Human Resources,

[email protected]

© Drotter Human Resources 2

Agenda

I. Key Concepts

A. Understanding Performance As Results Achieved

B. Understanding the Architecture of Leadership Work

C. Understanding Potential

II. Your Tailored Leadership Pipeline

A. Some Observations

B. Standards by Layer

III. Conducting Performance Discussions

A. Guiding Principles

B. Process


Introduction

•My Frame of Reference

•Sample of Companies Now Using the Leadership Pipeline Model to Grow Leaders


My Frame of Reference

Twenty-one years in GE, CIGNA, Chase – seven years on Policy Committees

Twenty-one years consulting on organization and succession

In-depth work with eighty-eight companies

Discussions with forty others about the book

1300 in-depth executive assessments

Detailed analysis of achievement in every position

Evaluation of critical skills acquired and applied


Sample of Companies Now Using the Leadership Pipeline Model to Grow Leaders

Marriott International

Johnson & Johnson

IBM

Hewlett-Packard

Blue Cross Blue Shield of MA

Bristol-Myers Squibb

ING

Novartis

Level 3 Communications

Southern Company

British American tobacco

NOL/APL

De Beers

Schneider National

Microsoft

Deutsche Bank

Southern California Edison

Gold Fields

IGE

Anheuser-Busch

Bank of America

Clearfield energy

Stratus Technologies

Citigroup

Statoil

KeyCorp

Goodyear Tire and Rubber Company

Aker Kvaerner

The Gap

Coca-Cola HBC

Lucent Technologies

Genentech

Telesure

NIKE

Royal Bank of Canada

EcolabNote: There are many more that I don’t know about.


End Game – How We Measure Effectiveness

Two critical requirements for sustained business success in any business:

Every job filled with a fully performing individual now and in the future no matter how much the work requirements change.

Every position is absolutely necessary and adds appropriate value.

WHY?


WHY?

To satisfy the Enterprise End Game, which is:

Perpetuation of the Enterprise by adding appropriate value for the DOE, BSA, the Scientific Community, our associates, and other key stakeholders now and in the future no matter how much their needs change.

HOW?


HOW?

First, we must truly understand performance.

Results not activity.

Clear definition and differentiation.

Performance vs. potential.

Second, a comprehensive, flexible architecture is needed to achieve sustainable cumulative results.

Third, we need a better tools for evaluating performance and potential.


Some Observations from the Work Interviews

Eighteen managers representing all levels were interviewed about the content of their job.

Leadership work and management work are well recognized as key parts of the job.

The responses are the same as those from similar layers in “for profit” organizations

The real difference is the absence of customer activity

Sufficiency of resources is a challenge at every level.

This too is similar to “for profit” organizations

The difference is the amount of “complaining” is higher at BNL

Activities that would help the resource problem – productivity improvement, cost reduction, work elimination – are rarely mentioned.

There may be some good opportunities for reallocation of money and other resources

Tighter resource management would be appropriate

Time allocation for “people” matters is significant.

20% to 30% or more are common

This is somewhat higher than in “for profit” companies

Some very important subjects – innovation, quality, growth – received little or no mention.

Problem solving is a major focus and may be driving out other thingsRedirecting some leadership energy is a must!


I. Key Concepts


A. How Leaders Get Results

Key Concepts


Set Direction:

Vision/mission

Standards

Identity

Positioning

Goals (long-term)

Engage the Workforce:

Communicate direction

Listen to concerns

Gain commitment

Adjust the direction

Enable Success:

Coaching and development

Removing obstacles

Resource allocation

Capital spending

(Emotional)

Plan:

Goals (short-term)

Budget

Operating plan

People plans

Priorities

Organize:

Structure

Roles

Processes

Power allocation

Staffing

Culture/change

Measure:

Financial and Non-Financial

Rate of Progress

Customer, partner and shareholder value

Employee value proposition

(Physical)Where are your opportunities for improvement?

Let’s be clear about how leaders make results happen.

How Leaders Get Results


B. Understanding Performance

As Results Achieved

Key Concepts


Inappropriate Performance

Growth Potential(Exceptional)

Gap

Full Performance

Not Yet Full Performance

What performance should we expect?

The purpose of development =

Understanding Performance – Conceptual Model


What Do The Lines Stand For?

Brookhaven's categories are the strategic focus areas.

We use the standards to define accountability for delivering the strategy.

Commonly Used• Operational/financial results

• Customer results

• Leadership results

• Management results

• Relationship results

• Personal Development results

• Social responsibility

Brookhaven• Advance Frontiers of Science

• Attracting and Sustaining Top Talent

• Improve Infrastructure, Quality, and Reduce Cost

• Stakeholder Relations

• Excellence is ESSH


Critical Considerations

The primary role of leaders is to enable the success of those who report to them.

When performance is less than full the leader is usually one major reason.

Performance shortfalls are business problems and should be treated as such.


C. Understanding The

Architecture of Leadership Work

Key Concepts


The Leadership Pipeline(A Results-Based Model)

Original version developed by Walt Mahler.

The foundation of GE’s manpower system, started in early 1970s.

Tested from SVP – HR position at INA (now CIGNA) and Chase

Applied through consulting at over 80 companies on CEO succession and organization.

Enriched from over 1300 in-depth assessments of candidates for CEO, CFO, COO, Group Executive, Business General Manager and about 20 CEO succession plans.

It is an empirically developed model based on differentiation or required output.


The Concept

There is a natural hierarchy of leadership work in any business organization. The required results change dramatically at key breakpoints in the hierarchy. So when you are promoted past one of those breakpoints a transition is required in:

Skills

Time application

Work values

In addition, all the transition points require a letting go of things that made you successful at one layer and adopting entirely new ones in order to:

1. succeed at the new layer and

2. make those around you successful.


Passage # 1Passage # 1






Manage Self

Manage Others

Functional Manager

Group Manager

Manage of Manager

Enterprise Manager

Business Manager

The Leadership Pipeline Model


Leadership Pipeline - Managing Self

Skills: primary technical or professional skills, meet required standards

Time: focuses on completing own tasks on time

Values: accepts company culture and practices; exhibits professional pride; makes prudent use of company resources


Leadership Pipeline – Managing Others

Skills: management skills including planning, assigning work, coaching and counseling, and measuring work of others, hiring and firing

Time: work in an annual cycle not just project cycle; make time available for others

Values: managerial work; helping others to accept company values; getting results through others


Leadership Pipeline – Managing Managers

Skills: coaching managers, delegation, choosing first-line managers, resource allocation

Time: annual plans connected to functional strategy; spend time integrating across boundaries

Values: helping others acquire management skills; free flow of information between units laterally; getting results through managers


Leadership Pipeline – Managing a Function

Skills: new communication skills to penetrate additional layers; understanding and managing work outside of one’s own skill area; developing functional strategy; leading a function

Time: focuses on communicating with other functional managers; securing resources, participating in business team meetings; day-to-day operations are delegated to subordinate managers

Values: values work that is new and different from one’s own experience; functional leadership (vs. functional membership); getting results through a function


Leadership Pipeline – Business Manager (P&L)

Skills: develop business strategy; business acumen; make trade-off decisions; integrate the plans and actions of diverse functions into one effective business; grow function leaders

Time: moves easily from the here and now to five years out and back again; spends time working with functions perhaps not understood or valued in the past

Values: changes mindset from a functional perspective (‘can we do it?”) to a profit perspective (“should we do this? e.g., will we make money?”); both short-term business results and long-term business building


Leadership Pipeline – Group Manager(Manager of several businesses)

Skills: evaluate business strategy to determine who should get the most resources; determine what other business the Group should be in and which to exit; build programs that will enable functional managers to grow to general business managers; must be “maze-bright” and able to effectively interact with Corporate staff, community, industry, government and NGO leaders

Time: same as Business Manager but time spans are longer, decisions are bigger, and uncertainties and risks are greater

Values: values other’s business success; satisfaction in developing the company beyond businesses; getting results through business managers; growing business managers


Leadership Pipeline – Leader of an Enterprise

Skills: connects the enterprise with key external stakeholders and with governments, shareholders, Wall Street, customer organization; assures execution capability; builds social architecture

Time: makes decision in the context of long-term policy implications; five-to-ten year time horizon

Values: few but significant strategic decisions or initiatives; change in self-concept to leader of an enterprise; long-term results


C. Understanding Potential

Key Concepts


Potential /Performance Matrix

Exceptional Performance

Growth Potential-able to do the work of bigger jobs at thesame level in the near term

Turn Potentialable to do the work at the next level in threeto five yrs or sooner

FullPerformance


S U S T A I N E D P E R F O R M A N C S U S T A I N E D P E R F O R M A N C E E

P O

T E

N T

I A

LP

O T

E N

T I

A L

1 Exceptional/Turn 3 Full/Turn 6 Not Yet Full /Turn *

2 Exceptional/ Growth 5 Full/Growth 8Not Full Yet /Growth

4 Exceptional /Mastery 7 Full/Mastery 9 Not Yet Full/ Mastery

Mastery Potential-able to do the same kind of work, only better


Potential /Performance Matrix

1 Exceptional/Turn EXCEPTIONAL TALENT Exceptional performer ready to turn i.e. to move to the next passage or higher leadership layer

Move now

3 Full/Turn TALENT

Full Performer with turn potential. Do not ask them to make a leadership turn until they have significantly improved performance

Stretch Performance

6 Not Yet Full /Turn POTENTIAL TALENT

Recently (within last six months) moved/promoted to a new job. They require some time and experience

Stretch performance wait and see

2 Exceptional/ Growth

HIGH PERFORMER WITH POTENTIALExceptional performer capable of continued growth along current path

Develop for next layer

5 Full/Growth PERFORMER WITH POTENTIAL

These persons should be considered for bigger jobs along current path if they can deliver better results

Stretch performance

8Not Yet Full /Growth POTENTIAL PERFORMER Performs parts of the job well, other parts poorly

Get the whole job done

4 Exceptional /Mastery HIGH PERFORMER

These exceptional performers are likely to remain at current levels, but their contributions should be recognized

Reward and recognize

7 Full/MasteryPERFORMER

Full performer – not likely to grow beyond the scope of current position

Stretch performance

9 Not Yet Full/ MasteryUNDERPERFORMER

These individuals are frequently working at the wrong leadership level

Performance manage and coach tightly for improved performance

Exceptional Performance

Mastery Potentialable to do the same kind of work, onlybetter

Growth Potential-able to do the work of bigger jobs at thesame level in the near term

Turn Potentialable to do the work at the next level in threeto five yrs or sooner

FullPerformance


S U S T A I N E D P E R F O R M A N C S U S T A I N E D P E R F O R M A N C E E

P O

T E

N T

I A

LP

O T

E N

T I

A L


II. Your Tailored Leadership Pipeline


•Performance Dimensions •Required Work Values •Full Performance

•Advance Frontiers of Science & Technology•Scientific/Operational/Professional Goals•Innovation•Project Execution•Strategy Contribution•New ways of doing existing work

•Climate of learning and innovation.•Achievement through others.•Embraces and promotes change.

•Ensured self and team always met goals, due dates and quality standards.•Produced predictable results by holding employees to agreed-upon methods and measures.•Stimulated innovative science and new ways of doing work.•Provided scientific/operational/technical/professional advice to ensure achievement of goals and results.•Regularly reviewed what’s done, why, and how.

•Attracting & Sustaining Top Talent•Tactical Support for Strategy•Employee Technical Skill Growth and Career Preparation•Teamwork and Team Building•Recruitment and Retention

•Satisfaction from the success of others.•Results that support Lab strategy and benefit the people.•Personal growth for self and others.•Open communication.•Diverse workforce.

•Communicated strategy and department goals and assured every employee accepts and can articulate goals.•Led by example.•Sought opportunities for growth and development as a leader.•Provided clear and timely feedback and ongoing coaching for others.•Identified, attracted, retained superior performers.•Required all employees to work on their development plan.•Held individual performance discussions monthly.• Took proactive steps to increase diversity of workforce.•Rewarded and recognized top performers.

•Improve Infrastructure, Quality, •and Reduce Cost•Budget Management•Measurement and Feedback (Individuals)•Plans and Priorities•Resource and Process Optimization•Individual Guidance•Facilities/Processes•Complexity Reduction

•Right person in the right job.•World-class science/facilities/processes.•Planning and performance management.

•Gave recognition where it was due, & proactively dealt with performance issues.•Developed plans, tracked progress, set goals/milestones, engaged individuals to ensure things happen as planned, and gave rewards.•Was available and approachable for direct reports.•Raised productivity by allocating and reallocating allotted resources.•Demanded discipline of self and others to raise standards and deliver stretch results.

•Stakeholder Relations•Employees•DOE•Peers•Management•Community•Guests/Users•Contractors/Vendors

•Brookhaven’s success.•Knowing needs and expectations of stakeholders.

•Strengthened key relationships, primarily with DOE.•Participated in one community event each year.•Peer relationships improved synergy between organizations.•Guests and Users had rewarding experience at Brookhaven.•Effectively communicated information upward, sideways, downward and outward.

•Excellence in ESSH•ESSH Culture•Processes, Practices, Methods•Asset and Information Protection

•Injury-free workplace•Protecting the environment•Protecting national security and DOE/BSA assets

•Visibly supported ESSH culture.•Prevented accidents and injuries in the workplace.•Proactive system (safety solutions, pollution prevention) in place for communications, concerns, and corrective action.•No downtime/funding impact from ESSH failure.

Manage Others (See Handout)


Performance Dimensions Required Work Values Full Performance

•Advance Frontiers of Science & Technology•Scientific/Operational/Professional Goals•Improved Effectiveness, Efficiency, & Productivity•Contribution to Strategy Development•Strategy Execution•Goals and Plans•Operational Results

•Results, through managers.•Management results that support Lab strategy.

•Met both individual and aggregate organization goals and plans, and made appropriate adjustments.•DOE and other stakeholder requests/expectations met as promised (non-program).•Contributed to scientific/operational strategy development, and drove its execution.•Trade-off decisions improved overall organizational results for current year and beyond.

•Attracting & Sustaining Top Talent•Clear Understanding of Strategy•Strategic Hires & Retention of Key Personnel•Organization Leadership Pipeline/Succession Planning•Right People in Right Job•Building/Developing First-Line Management

•World-class leadership by self and subordinates.•Satisfaction from the success of other leaders.•Open communication.•Diverse Workforce

•Ensured all organization members understand and support the strategy.•Identified, coached, developed, and retained future leaders.•Acted as role model and built enthusiasm for change with passion.•Built and valued a diverse team.•Showed a high level of self-awareness of their leadership role.•Sought opportunities for growth and development and produced written development plans for self and direct reports.•Held individual performance discussions monthly.•Took proactive steps to increase diversity of workforce.•Rewarded and recognized top performers.

•Improve Infrastructure, Quality, •and Reduce Cost•Operational Plans and Priorities•Operational Reliability•State-of-the-Art Facilities•Performance Management/Standards and Expectations for Managers•Appropriate Delegation/Resource Allocation•Budget Management•Project Management •Complexity Reduction

•Lateral integration.•World-class managers.•Reliable Infrastructure.•Continued Improvement in Cost and Quality.

•Operational plan implemented and ensured achievement of the strategy.•Held first-line managers accountable for management work.•Kept team focused on key priorities/projects by setting measures and milestones to ensure things happen as planned.•Caused work to flow smoothly throughout the unit/ department.•Made purchase decisions that moved toward world-class facilities.•Made the hard decisions promptly, even when they were unpopular.•Optimized and improved systems and work processes that drove productivity and reduced cost.•Raised productivity by allocating and reallocating allotted resources.•Demanded discipline of self and others to raise standards and deliver stretch results.

Manager of Managers


•Performance Dimensions •Required Work Values •Full Performance

•Stakeholder Relations•Employees•DOE•BSA Partners•Peers•Management•Community•Guests/Users•Contractors/Vendors

•Knowing needs and expectations of DOE and others.•Relationships with all peers.•Advising stakeholders.

•Built effective network (internally and externally) to get things done.•Contributed to Brookhaven’s success through participation on committees and initiatives (as appropriate).•Provided leadership at a community event once a year.•Modeled relationship building for direct reports, including mentoring.•Effectively communicated information upward, sideways, downward and outward.

•Excellence in ESSH•Technology Leveraged to Drive ESSH Culture•Asset and Information Protection

•Injury-free workplace•Protecting the environment•Protecting national security and DOE/BSA assets

•Visibly supported ESSH culture.• Measured direct reports on changes and improvements in ESSH.•Facilitated the creation, development, and implementation of leading indicator programs proactively.•Was proactive to create, develop, and implement leading indicator programs. •Rewarded and recognized effective ESSH performance.

Manager of Managers (cont’d)



•Advance Frontiers of Science & Technology•Contribute & Support BNL Strategy•Scientific/Operational Strategy •Organization Building•Annual Goals and Plans•Total Scientific/Operational Results Per Laboratory Plan•Advice to Enterprise Leaders and Others as Required

•Total Lab results.•Total Scientific/Operational results.•Strategic focus.•Role clarity

•Develop and communicate vision and mission for the directorate that supports BNL and integrates with other directorates.•Support the development and execution of BNL vision and mission. •Produced all directorate work on time at desired quality level and cost.•Developed scientific/operational strategy and annual plans that fully supported Lab strategy and needs of other functions.• Developed a stream of scientific/operational innovation that drove the Lab forward.•Met all scientific/operational requirements in ways that enable appropriate business results and met the needs of other Scientific/Operational directorates.•Secured funding sufficient to meet the goals.•Provided sound advice to Laboratory Enterprise Leaders (and others as appropriate) that advanced the Laboratory agenda.•Made the space and the time to challenge, reflect upon and revisit assumptions about the functional model, practices and processes.

•Attracting & Sustaining Top Talent•Acquiring Talent•Recruitment Resources•Culture•People Engagement & Inspiration•Leadership Pipeline

•Open communication.•Leadership throughout the directorate.•World-class leadership.•Trust and fairness.•Diverse workforce

•Inspired work to be accomplished in accordance with the directorate vision and mission.•Built effective leadership pipeline, and robust succession.•Produced written development plans for self and direct reports; required direct reports to do the same and proactively followed-up the plans.•Assured sufficient funding for recruiting.•Matched key talent to performance needs with and across directorates.•Showed high self-awareness of their leadership role and showed active effort to improve it.•Acted as role model, coached actively, and built enthusiasm for change with passion.•Held individual performance discussions with direct reports monthly.•Delegated management of scientific/operational tasks to direct reports.•Took proactive steps to increase diversity of workforce.•Rewarded and recognized top performers.

•Improve Infrastructure, Quality, •and Reduce Cost•Space, Facility, and Equipment Planning•Budget Management•Resource and Process Optimization•Operational Reliability•State-of-the-Art Facilities•Performance Management/Standards and Expectations•Key Projects Sponsorship•Complexity Reduction

•Delegating management of the directorate to direct reports.•Directorate management, at all layers.•Directorate efficiency.

•Space, facility, and equipment plan was funded and executed, and it supported the strategy.•Optimized/improved staffing, systems, and processes in ways that deliver productivity gains.•Developed appropriate measurements and made them clear to everyone.•Set priorities in best interest of the Laboratory; resolved any conflict promptly.•Enabled his/her team by providing required support systems. •Established and adhered to realistic budget lines for their areas of responsibility.•Budgets reallocated as needed for overall benefit of the Laboratory.•Demanded discipline of self and others to raise standards and deliver stretch results.

Scientific and Operational ALDs


Scientific and Operational ALDs (Cont’d)


•Stakeholder Relations•Employees•DOE•BSA•Appropriate Governments•Peers•Management•Community•Guests/Users•Contractors/Vendors

•Knowing needs and expectations of all stakeholders.•Relationship building.•Vertical relationships.•Peer relationships.

•Anticipated and responded appropriately to stakeholder expectations.•Built trust-based network (internally and externally) to get things done.•Influenced funding and project requirements with DOE and other sources.•Worked collaboratively with BHSO and peers, and partnered with them to address issues and concerns.•Assumed leadership in a professional society, community event, or government request as appropriate.•Advised and informed S&T Steering Committee and BSA corporate elements of progress and new ideas.•Created a climate of teamwork and cross-functional cooperation throughout the Lab.•Established/enforced constructive parameters/policy for working with external partners (contractors, guests, users). •Effectively communicated information upward, sideways, downward and outward.

•Excellence in ESSH•ESSH Culture•Lab-wide Processes, Practices, Methods•Lab-wide Asset Protection

•ESSH excellence•Injury-free workplace•Protecting the environment•Protecting national security and DOE/BSA assets•Culture that embraces ESSH practices

•Visibly supported ESSH culture, including rewarding excellent performance.•Measured direct reports on changes and improvements in ESSH.•Tried out new ideas/technologies that challenged the status quo to enhance ESSH.•Created, developed, and implemented leading indicator programs proactively.•Rewarded and recognized effective ESSH performance.



•Advance Frontiers of Science & Technology•Contribute & Support BNL Strategy•BNL Corporate Staff Strategy•Organization Building•Strategy Execution•Annual Goals and Plans•Total Scientific/Operational Results Per Laboratory Plan•Advice to Enterprise Leaders and Others as Required

•Total Lab results.•Total BNL Corporate Staff results.•Lab strategic focus.

•Support the development and execution of BNL vision and mission. •Produced all BNL Corporate Staff work on time at desired quality level and cost.•Developed BNL Corporate Staff five-year strategy and annual business plan that fully supported Lab strategy and needs of other directorates.•Developed a stream of BNL Corporate Staff innovation that drove the Lab forward.•Met all BNL Corporate Staff requirements in ways that enable appropriate business results and met the needs of Scientific/Operational directorates.•Secured internal funding sufficient to meet the goals.•Provided sound advice to Laboratory Enterprise Leaders (and others as appropriate) that advanced the Laboratory agenda.•Made the space and the time to challenge, reflect upon and revisit assumptions about the functional model, practices and processes.•Participated in robust dialog, discussing issues actively and openly.

•Attracting & Sustaining Top Talent•Acquiring Talent•Recruitment Resources•Culture Management•People Engagement & Inspiration•Leadership Pipeline•Climate of Trust

•Open communication.•Leadership throughout the Laboratory.•World-class leadership.•Trust and fairness.•Role clarity.•Diverse Workforce

•Built effective leadership pipeline, and robust succession.•Produced written development plans for self and direct reports; required direct reports to do the same and proactively followed-up the plans.•Assured sufficient funding for recruiting.•Matched key talent to performance needs.•Showed high self-awareness of their leadership role and showed active effort to improve it.•Acted as role model, coached actively, and built enthusiasm for change with passion.•Held individual performance discussions monthly with direct reports.•Delegated management of BNL Corporate Staff functional tasks to direct reports.•Took proactive steps to increase diversity of workforce.•Rewarded and recognized top performers.

•Improve Infrastructure, Quality, •and Reduce Cost•Space, Facility, and Equipment Planning•Policy•Resource and Process Optimization•Operational Reliability•State-of-the-Art Facilities•Performance Management/Standards and Expectations •Key Projects Sponsorship•Budget Management•Complexity Reduction

•Delegating management of the BNL Corporate Staff to direct reports.•BNL Corporate Staff management, at all layers.•BNL Corporate Staff efficiency.

•Space, facility, and equipment plan was funded and executed, and it supported the strategy.•Optimized/improved staffing, systems, and processes in ways that deliver productivity gains.•Developed appropriate performance measures and made them clear to everyone.•Set priorities in best interest of the Laboratory; resolved any conflict promptly.•Enabled his/her team by providing required support systems.•Recommended, assessed, and championed policies and management systems that enabled Laboratory success.•Established and adhered to realistic budget lines for their areas of responsibility.•Budgets reallocated as needed for overall benefit of the Laboratory.•Demanded discipline of self and others to raise standards and deliver stretch results.

BNL Corporate Staff Executives(HR, Finance, CEGPA, Strategic Planning, IT, Legal)


BNL Corporate Staff Executives(HR, Finance, CEGPA, Strategic Planning, IT, Legal)

(Cont’d)


•Stakeholder Relations•Employees•DOE•BSA•Appropriate Governments/Agencies•Media•Peers•Management•Community•Guests/Users•Contractors/Vendors

•Knowing needs and expectations of all stakeholders.•Relationship building.•Vertical relationships.•Peer relationships.

•Anticipated and responded appropriately to stakeholder expectations.•Built trust-based network (internally and externally) to get things done.•Influenced funding and project requirements with DOE and other sources.•Worked collaboratively with BHSO, BSA Board, and peers, and partnered with them to address issues and concerns.•Assumed leadership in a professional society, community event, or government request as appropriate.•Advised and informed BSA board and partner Universities of progress and new ideas.•Created a climate of teamwork and cross-functional cooperation throughout the Lab.•Established/enforced constructive parameters/policy for working with external partners (contractors, guests, users).•Effectively communicated information upward, sideways, downward and outward.

•Excellence in ESSH•ESSH Culture•Lab-wide Processes, Practices, Methods•Lab-wide Asset and Information Protection

•ESSH excellence•Injury-free workplace•Protecting the environment•Protecting national security and DOE/BSA assets•Culture that embraces ESSH practices

•Visibly supported ESSH culture, including rewarding excellent performance.•Measured direct reports on changes and improvements in ESSH.•Tried out new ideas/technologies that challenged the status quo to enhance ESSH.•Created, developed, and implemented leading indicator programs proactively.•Rewarded and recognized effective ESSH performance.



•Advance Frontiers of Science & Technology•BNL Strategy•Organization Building•Strategy Execution•Annual Goals and Plans•Total Laboratory Results Per Laboratory Plan•Funding•Image

•Overall Laboratory success/results.•Lab strategic focus.•Stakeholder success.•Lab contribution to society.•Vision and values.

•Develop vision and mission to deliver world-class technical leadership and be the benchmark for research organizations.•Ensured that vision is articulated and supported by appropriate value system throughout BNL.•Defined a ten-year strategy that delivers the vision.•Influenced funding and project requirements with DOE and other sources.•Provided the processes, policies, and funding required for delivering all appropriate work.•Made the space and the time to challenge, reflect upon and revisit assumptions about the functional model, practices and processes.•Ensured that Laboratory achieved goals, plans and performance measures with increasing levels of excellence and risk management.

•Attracting & Sustaining Top Talent•Identifying and Acquiring Talent•Recruitment Resources•Culture Management•People Engagement & Inspiration•Leadership Pipeline•Climate of Trust•Champion Laboratory’s People Processes.

•High performance•Open communication.•Leadership throughout the Laboratory.•World-class leadership.•Trust and fairness.•Social responsibility.•Role clarity.•Diverse Workforce

•Supported and energized world-class people processes.•Assembled and developed a high-performing, diverse team to optimize results.•Built effective leadership pipeline, and robust succession.•Produced written development plans for self and direct reports; required direct reports to do the same and proactively followed-up the plans.•Assured sufficient funding for recruiting.•Acted as role model, coached actively, and built enthusiasm for change with passion.•Held individual performance discussions monthly.•Rewarded and recognized top performers.•Took proactive steps to increase diversity of workforce•Rewarded and recognized top performers.

•Improve Infrastructure, Quality, •and Reduce Cost•Policy•Budget Management•Space, Facility, and Equipment Planning•Resource and Process Optimization•Operational Reliability•State-of-the-Art Facilities•Performance Management/Standards and Expectations•Teamwork

•Right work done at right level.•BNL efficiency.•Flawless execution.•Innovation and cost effectiveness.

•Space, facility, and equipment plan was funded and executed, and it supported BNL strategy.•Developed appropriate measures for BNL performance and made them clear to everyone.•Set priorities in best interest of BNL; reallocated budget as necessary; resolved any conflict promptly.•Enabled his/her team by providing required support systems. •Recommended, assessed, and championed policies and management systems that enabled Laboratory success.•Established and adhered to realistic budget lines, while increasing productivity.•Demanded discipline of self and others to raise standards and deliver stretch results.

Lab Enterprise Leaders

(BNL Director/Deputy Directors)


Lab Enterprise Leaders (Cont’d)

(BNL Director/Deputy Directors)


•Stakeholder Relations•Employees•DOE•BSA Board•U.S Congress and Executive Branch•State and Local Governments•Media•External Peers•Community•Guests/Users•Contractors/Vendors

•Knowing and managing needs and expectations of all stakeholders.•Relationship building.•External Peer relationships.

•Anticipated and responded appropriately to stakeholder expectations.•Built trust-based network (internally and externally) to get things done.•Worked collaboratively with BHSO, BSA Board, and governments, and partnered to address issues and concerns.•Held a leadership position in at least one external organization to advance BNL.•Advised and informed BSA board and partner Universities of progress and new ideas.•Created a climate of teamwork and cross-functional cooperation throughout the Lab.•Established/enforced constructive parameters/policy for working with external partners (contractors, guests, users). •Effectively communicated information upward, sideways, downward and outward.

•Excellence in ESSH•ESSH Culture•Lab-wide Processes, Practices, Methods•Lab-wide Asset and Information Protection

• ESSH excellence•· Injury-free workplace•· Protecting the environment•· Protecting national security and DOE/BSA assets•·Culture that embraces ESSH practices

•Visibly supported ESSH culture, including rewarding excellent performance.•No major ESSH failure that impacts the Laboratory or community.•Championed new ideas/technologies that challenged the status quo to enhance ESSH.•Set standards for Lab ESSH performance.


III. Conducting

Performance Discussions


A. Guiding Principles

1. Everything starts with the work (not the person).

2. Work must be differentiated by layer.

3. Performance discussions should be developmental.

4. When judgments must be made, use the “reasonable person” approach.


B. Performance Discussion Process

1. Discuss performance once a month formally.

2. Draw the person’s circle as you see it.

3. Ask them to draw their circle and discuss any differences.

4. Share ideas on how to get the remaining work done on time, within budget and at the right quality.

5. Encourage, encourage, encourage!

The Leadership Pipeline at BNL

Documents

Transcript of The Leadership Pipeline at BNL